There are many things the current pandemic has affected, especially when it comes to how companies use their recognition and reward programs. While recognition in its purest form is essential, rewarding employees in many organizations has been reduced as companies are tightening the reigns on spending. People have asked for guidance on how to communicate to their teams the need to prioritize no or low-cost recognition options versus the use of rewards given the financial reality, so there is no negative viewpoint.
Few in the HR community would disagree that we, as a society, have reached a tipping point concerning issues of discrimination, diversity and inclusion. Public outcry and protest over what many consider to be long-standing and systemic enablers of injustice, racism and inequality have forced all organizations to reassess and reimagine their strategies and programs for Diversity and Inclusion (D&I).
In this month’s special report, Diversity & Inclusion, A Framework for Reassessing Your Company’s Programs, we present research, questions and ideas you can use to stimulate and inform internal discussions. These include:
Too often, recognition and rewards programs you have in place are not top of mind for many people. And when employees themselves are not on board with recognizing others, you know you’ve got a problem.
What does it take to raise the importance and value of recognition?
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When looking to implement an RPO program, it’s important to know that no two RPO programs are the same. This is not a ‘cookie cutter’ situation. An implementation should be adapted to your organizations needs and with any project, solid preparation can save time & minimize risk in the long run.
There are several moving parts with implementing any type of RPO program. Risk for confusion and miscommunication is extremely high and to minimize that risk and have a smooth transition, it is best to have the following:
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